Iasc cluster approach evaluation, 2nd phase april 2010

Executive Summary
Introduction
Method
Background
Findings
Conclusions
Recommendations

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Weak interactions between 
clusters and most HCs  
 
   4.7 Positive, but at times unexplored, interactions with other pillars  
of humanitarian reform 
49
   
Since the cluster approach was introduced as one of several pillars of humanitarian 
reform,
34
 this section analyzes whether these pillars mutually support or undermine 
each other. It focuses on interactions with the Humanitarian Coordinator system and 
financing mechanisms, as well as donors, while the effects of the cluster approach 
on partnership are dealt with below in section 5.1. Humanitarian Coordinators 
were intended to play an important role in supporting the implementation of the 
cluster approach. They can do so by securing agreement on establishing clusters 
and designating lead organizations, holding cluster lead organizations accountable 
and  establishing  mechanisms  for  inter-cluster  coordination,  needs  assessment, 
monitoring and evaluation. 
50
   The  potential  for  mutually  beneficial  interactions  between  the  cluster  approach  and  the 
Humanitarian Coordinator system remains largely unexplored. Interactions between clusters 
and financing mechanisms to date are mostly strongly positive, but negative examples highlight 
important risks when clusters and funding mechanisms are too closely intertwined. 
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   Interactions  between  clusters  and  Humanitarian  Coordinators  (HCs)  remain 
limited in most cases.
35
 Some positive examples, however, demonstrate that there 
is  a  clear  potential  for  a  mutually  supportive  relationship.  The  most  important 
example is DRC, where OCHA closely followed cluster activities and provided 
bi-annual  cluster  assessments  and  a  strong  Humanitarian  Coordinator  could 
rely on clusters to provide inputs for a more strategic and coordinated response. 
Clusters,  in  turn,  benefited  from  the  inputs  and  feedback  of  the  Humanitarian 
Coordinator. To a lesser degree, the interaction was also positive in the oPt, where 
clusters  feed  into  and  strengthen  the  Humanitarian  Country  Team  chaired  by 
the Resident/Humanitarian Coordinator. The case studies highlight two crucial 
conditions for a fruitful relationship between the Humanitarian Coordinator and 
clusters: A strong OCHA office channeling information and a strong and capable 
Humanitarian Coordinator.
36
 
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   Concerning  financial  mechanisms,  the  evaluation  team  found  the  strongest 
positive  interaction  between  clusters  and  the  Consolidated  Appeals  Process  (CAP) 
and Flash Appeals, which already existed before the introduction of humanitarian 
reform. In all case study countries that had a CAP or Flash Appeal, clusters are 
34   The Inter-Agency Steering Committee (IASC) is currently (as of spring 2010) developing an “accountability 
framework” explaining the overall humanitarian architecture, including links between clusters, 
Humanitarian Coordinators and Humanitarian Country Teams.
35  For more details, see section 5.2.
36   Following criticism of the pool of available and acting Humanitarian Coordinators, the IASC established 
new recruitment procedures and endorsed new TOR for humanitarian coordinators in March 2009, see 
http://oneresponse.info/clusterapproach/leadership/publicdocuments/Revised%20HC%20TOR,%204%20
May%2009.doc